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Interim Management for Scale-ups.

Too big for a startup, too small for corporate structures: interim operational leadership that creates robust structures and makes growth manageable, without losing agility.

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Overview

In the growth phase, the organization determines the pace. Founding teams reach their limits when structures are missing, processes don't grow with the company and operational steering stays improvised. As an interim manager I help to build robust structures, professionalize operations and make growth manageable, without losing the speed and agility that make a scale-up.

As a neutral partner between founding team and investors who understands both sides. From my own experience: venture buildout, market entry in six months and experience as a founder and angel investor.

Situations

Typical situations in the growth phase

As Head Innovative Training Concepts I built an EdTech venture from the ground up: Within six months, an idea became a market-ready offering: with organization, processes, systems and team that were designed for growth from the start, instead of being laboriously retrofitted later.
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The art lay in being fast enough for market entry while at the same time creating structures that hold when volume and team grow. It is precisely this balance between speed and stability that is decisive in scale-ups.
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Result: a market-ready venture with a robust operational base that can absorb growth without hitting structural limits at every step.

At a glance

01

Venture buildout with market entry in six months.

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Experience as a founder, angel investor and operational builder.

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Creating structures that grow with the growth.

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Neutral partner between founding team and investors.

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German and English; DACH region and Lanzarote.

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Available at short notice, remote and on site.

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Services

Core competencies

01

Structures for growth

Building robust organizational and process structures that scale, instead of slowing things down at every growth step.

02

Professionalization

Establishing operational steering, KPIs and responsibilities, without slowing down the agility of a scale-up.

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Speed & stability

Holding the balance between speed for the market and structures that hold as volume grows.

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Bridge to investors

As a neutral partner between founding team and investors, translating expectations and safeguarding growth plans.

References

“Mr Schneiders demonstrated an exceptional aptitude for strategic, structural and organisational development and used his broad entrepreneurial experience […] for a rapid market entry just six months after the acquisition.”
Member of the Executive Board, WBS TRAINING AG · translated from German

Your contact

Your contact: Jens Schneiders

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Jens Schneiders

Managing Partner · Interim CEO, COO & Chief Transformation Officer

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Leading growth operationally, when small becomes big.

erlebe-fernreisen · Managing Director: As Managing Director I carried full P&L responsibility for around 33 million euros in revenue and about 100 employees, an organization in which operational steering, structure and leadership determine performance.
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This experience shows the other side of the growth curve: what a scale-up builds today has to hold even when revenue, team and complexity become significantly larger.

I bring both perspectives: the fast buildout of a venture and the operational leadership of a grown organization. That's how structures emerge that fit today and still hold tomorrow.
  • P&L responsibility for around 33 million euros and about 100 employees.
  • Venture buildout and leadership of a grown organization combined.
  • A realistic view of both sides of the growth curve.
  • Structures that grow with revenue, team and complexity.

Operational leadership in growth

Accountability for a grown organization with around 100 employees and revenue in the double-digit millions.

Scalable structures

Setting up structures so they still hold even with significantly larger revenue, team and higher complexity.

Two perspectives

The fast venture buildout and the leadership of a grown organization, combined in a realistic view of growth.

Sustainable growth

Steering growth without overwhelming the organization, with structures that fit today and still hold tomorrow.

More on this topic

More on this topic

Case study

WBS Group: from proof of concept to venture

Guide

Interim COO in a scale-up: structure for the growth phaseBuilding a corporate venture: from proof of concept to market

Related services

Operating Investor & Equity StakePost-Merger Integration & Carve-out

FAQ

Frequently asked questions: Interim Management for Scale-ups

When does a scale-up need an interim manager?

When the company is growing faster than its structures and processes can keep up: the founding team reaches its limits, responsibilities are unclear and operational steering remains improvised. Too big for start-up structures, not yet ready for corporate logic: this is exactly the phase in which interim leadership creates a solid basis for the next growth step.

How do you professionalise a scale-up without losing agility?

With as much structure as necessary: clear responsibilities, operational steering and KPIs that enable speed rather than slow it down. At WBS Group, Jens Schneiders led a venture to market entry in six months, with organisation, processes, systems and team designed for growth from the start. More in the WBS Group case study.

Can an interim manager mediate between founders and investors?

Yes, as a neutral partner who understands both sides. Jens Schneiders has been a founder and an angel investor himself and knows what drives founding teams and what investors expect. He translates these expectations into concrete goals, KPIs and priorities, safeguarding growth plans without taking sides.

Which role does the interim manager take on in a scale-up?

The role follows the task: as interim COO for organisation, processes and execution, as CEO or managing director when the top position is vacant, or on the advisory board. We agree at the start, together with the founding team and investors, which option fits, including goals, powers and reporting lines.

What experience does Jens Schneiders bring to the growth phase?

Both sides of the growth curve: building companies fast, as founder of German Transfer and in the venture buildout at WBS Group, and leading a grown organisation as managing director of erlebe-fernreisen with around €33m in revenue and about 100 employees. The result is structures that fit today and still hold tomorrow.

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Is your scale-up growing faster than the structures can keep up? Let's talk about how, as an interim manager, I build robust structures and make your growth manageable, without slowing down your agility.

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